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326 Cards in this Set
- Front
- Back
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_____ are individuals who get things done through other people.
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Managers
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Which French industrialist said that a manager's functions consist of planning, organizing, commanding, coordinating, and controlling?
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Henri Fayol
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In the early part of the 20th century, _______ wrote that all managers perform five management functions. These five management functions are the basis of the modern concept of four management functions of planning, organizing, leading, and controlling.
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Henri Fayol
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Through the _____ function, managers monitor the performance of the organization and significant deviations.
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controlling
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_____ is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations.
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Organizational Behavior
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_____ involves looking at relationships, attempting to attribute cause and effects, and drawing conclusions based on systematic evidence.
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systematic study
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Individuals who achieve goals thorugh other people.
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Managers
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A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
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Organization
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A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
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Planning
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Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who report to whom, and where decisions are to be made.q
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Organizing
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A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
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Leading
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Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
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Controlling
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The ability to apply specialized knowledge or expertise.
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Technical Skills
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The ability to work with, understand, and motivate other people, both individually and in groups.
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Human Skills
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The mental ability to analyze and diagnose comoplex sitations.
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Conceptual Skills
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A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness.
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Organizational Behavior
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Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.
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Systematic Study
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A gut feeling not necessarily supported by research.
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Intuition
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The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
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Psychology
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An area w/in psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.
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Social Psychology
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The study of people in relation to their social environment or culture.
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Sociology
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The study of societies to learn about human beings and their activities.
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Anthropology
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Situational factors: variables that moderate the relationship between two or more other variables.
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Contingency Variables
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The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups.
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Workforce Diversity
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Putting employees in charge of what they do.
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Empowering Employees
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Situations in which individuals are required to define right and wrong conduct.
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Ethical Dilemmas
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An abstraction of reality. A simplified representation of some real-world phenomenon.
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Model
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A response that is affected by an independent variable.
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Dependent Variable
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A performance measure that includes effectiveness and efficiency.
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Productivity
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Achievement of goals.
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Effectiveness
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The ratio of effective output to the input required to achieve it.
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Efficiency
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The failure to report to work.
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Absenteeism
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The voluntary and involuntary permanent withdrawal from an organization
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Turnover
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Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members.
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Deviant workplace behavior
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Discretionary behavior that is not part of an employee's formal job requirements, but that nevertheless promotes the effective functioning of the organization.
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Organizational Citizenship Behavior(OCB)
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A positive feeling about one's job resulting from an evaluation of its characteristics.
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Job Satisfaction
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The presumed cause of some change in the dependent variable.
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Independent Variable
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Symbolic head; required to perform a number of routine duties of a legal or social nature.
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Figurehead
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Responsible for the motivation and direction of employees.
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Leader
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Maintains a network of outside contacts who provide favors and information
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Liason
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Figurehead, Leader, Liason are all what role?
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Interpersonal
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Receives wide variety of information; serves as nerve center of internal and external information of the organization.
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Monitor
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Transmits information received from outsiders or from other employees to members of the organization.
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Disseminator
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Transmits information to outsiders an organization's plans, policies, actions, and resluts; serves as expert on organization's industry
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Spokesperson
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Monitor, Disseminator and Spokesperson are all what role?
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Informational
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Searches organization and its environment for opportunities and initiates projects to bring about change.
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Entrepreneur
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Responsible for corrective action when organization faces important, unexpected disturbances.
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Disturbance handler
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Makes or approves significant organizational decisions.
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Resource Allocator
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Responsible for representing the organization at major negotiations.
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Negotiator
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Entrepreneur, Disturbance handler, resource allocator and negotiator are all what role?
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Decisional
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Robert Katz has identified three essential ____ skills: technical, human, and conceptual.
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Management Skills
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Defined in terms of the speed of promotion within their organization; networking made the largest relative contribution to sucess and human resource mangement activities made the largest relative contribution.
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Successful Managers
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Defined in terms of the quantity and quality of their performance and the satisfaction and commitment of their employees; communication made the largest relative contribution and networking the least.
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Effective Managers
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studied management roles, which he grouped under the headings of interpersonal roles, informational roles, and decisional roles.
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Henry Mintzberg
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identified the three essential management skills as technical, human, and conceptual.
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Robert Katz
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Found that managers all engage in four managerial activies: traditional management, communication, human resource management and networking.
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Fred Luthans
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What are the 5 functions of management suggested by Henri Fayol?
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planning, organizing, commanding, coordinating, and controlling.
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Burger King is owned by a firm located in _____.
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England
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While a call center employee in the U.S. might make $20,000 per year, an employee can be hired in India for about _____.
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$2500
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American jobs are increasingly exported to all of the following countries EXCEPT _____.
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Germany
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_____ means that organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation.
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Workforce Diversity
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Which of the following best reflects the "melting pot" assumption?
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Diversity will contribute positively to organizational decision making.
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____ can be created through helping employees to improve their people skills, empowering them to make their own decisions, and helping employees to quickly respond to organizational change.
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customer responsive culture
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Which of the following is NOT identified as a primary challenge for managers?
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Employees will become more willing to embrace the mainstream American culture.
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By 2050, Hispanics will constitute _____ of the workforce
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24%
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In the United States, _____ of the workforce is employed in service industries.
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80%
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Beginning in 2007, there will be a major exodus of Baby Boomers from the workforce and ______ fewer Gen-Xers to replace them.
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10million
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In organizations such as Marriott, W.L. Gore, and National Westminster Bank, employees are referred to as ______.
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Associates
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Increasingly, managers are _____ employees, putting employees in charge of what they do.
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empowering
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Which is an example of a company that died because it did not adequately respond to change?
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Montgomery Ward
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Today's managers must learn to cope with _____, as jobs are continually redesigned; tasks are increasingly being done by flexible teams rather than individuals; and jobs are being subcontracted to other firms.
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Temporariness
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Over a recent ten year period, the average American workweek increased from _____ to ______ hours.
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43, 47
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Situations in which one is required to define right and wrong are known as _____.
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Ethical Dilemmas
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The accounting equation, Assets = Liabilities + Owner's Equity, is an example of a(n) _____.
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Model
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The primary dependent variables in organizational behavior have been productivity, absenteeism, turnover, and job satisfaction. More recently, _____ and _____ have been added to the list.
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Deviant workplace behavior, organizational citizenship
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Which of the following is NOT an individual level independent variable?
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Productivity
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A(n) _____ is the presumed cause of change in an outcome.
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independent variable
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the key dependent variables in the model of organizational behavior are...
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productivity, absenteeism, turnover, deviant workplace behavior, organizational citizenship behavior, and job satisfaction
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occur at the level of the individual, group, and organization.
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Independent Variables
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Which of the following best defines a model?
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a simplified representation of a real-world phenomena
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Productivity implies a concern for _____ and _____.
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efficiency, effectiveness
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A product that successfully meets the needs of its clientele is _____.
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effective
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The average direct cost to U.S. businesses per day of unscheduled absences is ___ per employee.
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$789
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__________is the permanent withdrawal of an employee from an organization.
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Turnover
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What is the U.S. national turnover average?
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36%
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_____ is voluntary behavior that violates significant organizational norms.
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Deviant workplace behavior
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_____ includes helping others on their team, volunteering for extra work, avoiding unnecessary conflicts, respecting the unwritten rules of the organization, and gracefully tolerating occasional work-related impositions and nuisances.
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Organizational Citizenship Behavior
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Job satisfaction is negatively related to _____ and _____.
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absenteeism, turnover
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Which of the following is NOT a type of independent variable?
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environmental level
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Which type of variables are used in a contingency framework?
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situational
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Which of the following is NOT a characteristic of physical ability?
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Looks
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The relationship between _____ and job performance is likely to be an issue of growing importance during the next decade.
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age
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According to your text, which is the most likely explanation for the higher absentee rate for women?
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Traditionally, women have had the responsibility of caring for home and family.
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_____ is the learning concept of reinforcing closer and closer approximations to the desired new behavior.
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Shaping
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An example of _____ is when an employee receives a one-week suspension from work and is fined $200 for stealing company property.
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punishment
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Eliminating any reinforcement that is maintaining an unwanted behavior is called _____.
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extinction
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All of the following are TRUE about both positive and negative reinforcement EXCEPT:
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Both positive and negative reinforcement tend to weaken behavior and decrease it subsequent frequency.
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A slot machine is an example of _____ reinforcement.
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intermittent
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For a salesperson who is paid commission, reinforcement occurs on a _____ schedule.
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Variable-ratio
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The application of reinforcement concepts to individuals in the work setting is referred to as _____.
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Behavior Modification
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Ability is the assessment of an employee's motivation.
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False
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n individual's overall abilities are essentially made up of two sets of factors: intelligence and physical abilities.
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True
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Personal characteristics that are objective and easily obtained from personnel records (such as age, sex, and marital status) are termed biographical characteristics.
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False
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Working mothers are more likely to prefer part-time work, flexible schedules, and telecommuting.
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True
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Learning consists of any relatively temporary change in behavior that occurs as a result of experience.
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False
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Your supervisor has explained that he will positively reward those who take extra effort to see that their jobs are done well. You should suspect he has read the work of B.F. Skinner.
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True
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One method of shaping behavior is called positive reinforcement and refers to a response being followed with something unpleasant.
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False
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Both punishment and extinction weaken behavior and tend to reduce its subsequent frequency.
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True
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OB Mod has been used by a number of organizations to improve employee productivity; to reduce errors, absenteeism, tardiness, and accident rates; and to improve friendliness towards custo
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True
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Punishing or disciplining employees is very effective in producing long-term change in behavior.
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False
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Microsoft and Amazon.com consider which characteristic _____ most predictive of job performance.
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intelligence
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Which of the following is NOT considered a biographical characteristic?
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intelligence
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Which of the following statement about older workers is most accurate?
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Older workers are less likely to quit a job.
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Which of the following statements about gender differences is most accurate?
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Women are more likely to conform to authority, while men are more likely to have expectations of success.
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Which variable has the most explanatory potential for absence behavior?
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tenure
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An individual's capacity to perform the various tasks in a job.
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Ability
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The capacity to do mental activities- thinking, reasoning, and problem solving.
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Intellectual Abilities
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Intelligence contains four subparts: cognitive, social, emotional, and cultural
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Multiple Intelligences
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The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics.
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Physical Ability
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Personal characteristics-- such as age, gender, race, and length of tenure-- that are objective and easily obtained from personnel records.
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Biographical Characteristics
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Any relatively permanent change in behavior that occurs as a result of experience.
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Learning
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A type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response.
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Classical Conditioning
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A type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishment.
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Operant Conditioning
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A theory which argues that behavior follows stimuli in relatively unthinking manner.
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Behaviorism
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the view that people can learn through observation and direct experience.
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Social-Learning Theory
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Systematically reinforcing each successive step that moves an individual closer to the desired response.
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Shaping Behavior
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Reinforcing a desired behavior each time is it demonstrated.
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Continuous Reinforcement
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Reinforcing a desired behavior often enough to make the behavior worth repeating but not every time it is demonstrated.
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Intermittent Reinforcement
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Spacing rewards at uniform time intervals.
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Fixed-interval schedule
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Distributing rewards in time so that reinforcements are unpredictable.
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Variable-Interval Schedule
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Initiating rewards after a fixed or constant number of responses.
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Fixed-ratio schedule
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Varying the reward relative to the behavior of the individual.
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Variable-ratio schedule
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The application of reinforcement concepts to individuals in the work setting.
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OB Mod
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Number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, and memory comprise...
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Intellectual Ability
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stamina, manual dexterity, leg strength, and similar talents are all...
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Physical Abilities
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employees with greater tenure are more ____ and experience ______ than their less tenured counterparts.
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productive;fewer absences
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_____ refers to an individual's capacity to perform the tasks in a job.
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Skill
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The Wonderlic Personnel Test measures _____.
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Intelligence
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_____ intelligence refers to a person's ability to relate effectively to others.
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Social
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_____ intelligence refers to a person's ability to identify, understand, and manage emotions.
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Emotional
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Which of the following statements about ability job-fit is MOST accurate?
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Employee performance is enhanced when there is a high ability-job fit.
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The Department of Education classifies individuals according to five racial categories. Which is NOT one of those categories?
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European
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Which of the following statements about tenure is MOST accurate.
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Tenure is a good predictor of productivity.
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_____ is associated with the theory of operant conditioning.
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B.F. Skinner
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There are four processes that have been found to determine the influence that a model (such as a parent, peer, or television performer) will have on an individual. Because of _____ processes, individuals will be motivated to exhibit the modeled behavior if positive incentives or rewards are provided.
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reinforcement
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The meat was an ______; it invariably caused the dog to react in a specific way.
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unconditioned stimulus
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The reaction that took place whenever the unconditioned stimulus occured is...
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unconditioned response
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Christmas carols often bring back pleasant memories of childhood. This is an example of _____.
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Classica conditioning
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The concept of operant conditioning was part of B. F. Skinner's broader concept of _____.
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Behaviorism
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Although social-learning theory is an extension of operant conditioning, it also acknowledges the existence of observational learning and the importance of _____ in learning.
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Perception
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There are four processes that have been found to determine the influence that a model (such as a parent, peer, or television performer) will have on an individual. Because of _____ processes, a model's influence will depend on how well the individual remembers the model's actions after the model is no longer readily available.
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Retention
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Both ratio and interval are forms of _____ reinforcement.
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Intermittent
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_____ is also popularly referred to as OB Mod.
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Behavior Modification
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evaluative statements-- either favorable or unfavorable-- concerning objects, people or events; reflect how one feels about something
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Attitudes
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What are the main compnents of attitudes?
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Cognitive component, affective component, behavioral component
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The opinion or belief segment of an attitude.
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Cognitive Component of an Attitude
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The emotional or feeling segment of an attitude.
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Affective component of an attitude
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An intention to behave in a certain way toward someone or something.
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Behavioral Component of An Attitude
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Any incompatibility between two or more attitudes or between behavior and attitudes.
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Cognitive Dissonance
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Attitudes are used after the fact to make sense out of an action that has already occurred.
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Self-perception Theory
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A positive feeling about one's job resulting from an evaluation of its characteristics.
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Job Satisfaction
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The degree of which a person identifies with a job, actively participates in it, and considers performance important to self-worth.
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Job involvement
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Employees' belief in the degree to which they impact their work environment, their competence, the meaningfulness of their job, and the perceived autonomy in their work
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Psychological Empowerment
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The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
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Organizational Commitment
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An emotional attachment to the organization and a belief in its values.
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Affective Commitment
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The perceived economic value of remaining with an organization compared to leaving it.
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Continuance Commitment
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An obligation to remain with the organization for moral or ethical reasons.
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Normative commitment
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The degree to which employees believe the organization values their contribution and cares about their well-being.
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Perceived Organizational Support
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An individual's involvement with, satisfaction with, and enthusiasm for the work they do
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Employee Engagement
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Eliciting responses from employees through questionnaires on how they feel about their jobs, work groups, supervisors, and the organization.
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Attitude Surveys
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A positive feeling about one's job resulting from an evaluation of its characteristics.
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Job Satisfaction
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asks individuals to respond to one question like "how satisfied are you w/ your job" and respondents circle a number btw 1(highly satisfied) through 5(highly dissatisfied)
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Single Rating System
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identifies key elements in a job and asks for employees feelings on nature of work, supervision, present pay, promotion opportunities, and relations w/ coworkers; scores are rated on standardized scale and then added up for overall score
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summation score
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strategies that involve employees moving among several jobs on a temporary basis
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Job rotation
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involves the horizontal expansion of the tasks in a job; adds skills and tasks at the same level of skill and responsibility
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Job envolvement
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involves adding new tasks at a higher level of employee control or responsibility (a vertical expansion of the job).
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Job enrichment
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Dissatisfaction expressed through behavior directed toward leaving the organization.
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Exit
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Dissatisfaction expressed through active and constructive attempts to improve conditions.
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Voice
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Dissatisfaction expressed by passively waiting for conditions to improve.
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Loyalty
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Dissatisfaction expressed through allowing conditions to worsen.
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Neglect
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______closely linked to job satisfaction and implies that an employee is willing to go above and beyond job requirements through such actions as talking positively about the organization, helping others, and going beyond the normal expectations of their job.
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Organizational Citizenship Behavior
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the sum total of ways in whcih an individual reacts and interacts with others
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Personality
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Enduring characteristics that describe an individual's behavior.
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Personality Traits
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A personality test that taps four characteristics and classifies people into 1 of 16 personality types.
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Myers-Briggs Type Indicator (MBTI)
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What makes up the Big 5 Model?
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Extraversion, Agreeableness, Conscientiousness, Emotional Stability, Openness to Experience
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A personality dimension describing someone who is sociable, gregarious, and assertive.
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Extraversion
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A personality dimension that describes someone who is good-natured, cooperative, and trusting.
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Agreeableness
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A personality dimension that describes someone who is responsible, dependable, persistent, and organized.
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Conscientiousness
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A personality dimension that characterizes someone as calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative).
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Emotional Stability
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A personality dimension that characteristics someone in terms of imagination, sensitivity, and curiousity
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Openness to Experience
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individuals who are outgoing, sociable and assertive
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Extraverts
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individuals who are quiet and shy
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Introverts
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types that are practical and prefer routine and older; focus on detail
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Sensing Types
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rely on unconscious processes and look at the "big picture"
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Intuitives
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Use logic and reason to handle problems
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Thinking Types
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rely on their personal values and emotions
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Feeling types
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Want control and prefer their world to be ordered and structured.
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Judging types
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People that are flexible and spontaneous.
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Perceiving types
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Degree to which individuals like or dislike themselves, whether they see themselves as capable and effective, and whether they feel they are in control of their environment or powerless over their environment.
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Core self-evaluation
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Individual's degree of liking or disliking themselves and the degree to which they think they are worthy or unworthy as a person
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Self-Esteem
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The degree to which people believe that they are masters of their own fate
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Locus of Control
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Individuals who believe that they control what happens to them.
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Internals
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Individuals who believe that what happens to them is controlled by outside forces such as luck or chance.
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Externals
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Degree to which an individual is prgamatic, maintains emotional distance, and believes that ends can justify means.
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Machiavellianism
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The tendency to be arrogant, have a grandoise sense of self-importance, require excessive admiration, and have a sense of entitlement.
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Narcissism
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A personality trait that measures an individual's ability to adjust his or her behavior to external, situational factors
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Self-Monitoring
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Aggressive involvement in a chronic, incessant struggle to achieve more and more in less and less time and, if necessary, against the opposing efforts of other things or other people.
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Type A Personality
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.... never suffer from a sense of time urgency or impatience, feel no need to display their accomplishments, play for fun and relaxation, rather than to exhibit their superiority, can relax w/out guilt
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Type B Personality
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People who identity opportunities, show initiative, take action, and preserve until meaningful change occurs.
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Proactiv Personality
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Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.
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Values
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A hierarchy based on a ranking of an individual's values in terms of their intensity
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Values System
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Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime.
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Terminal Values
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Preferable modes of behavior or means of achieving one's terminal values.
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Instrumental Values
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entered the workforce 1950s or early 60s; approx. 65+; hard working, conservative, conforming; loyalty to the organization
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Veterans
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entered workforce 1965-1985; in early 40s-mid 60s; success achievement, ambition, dislike of authority; loyalty to career
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Boomers
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entered workforce 1985-2000; late 20s to early 40s; work/life balance, team-oriented, dislike of rules; loyalty to relationships
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Xers
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entered workforce 2000-present; under 30; confident, financial success, self-reliant but team-oriented; loyalty to both self and relationship
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Nexters
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A national culture attribute describing the extent to which a society accepts that power in institutions and organizations is distributed unequally
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Power Distance
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A national culture attribute describing the degree to which people prefer to act as individuals rather than as members of groups
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Individualism
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A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect then
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Collectivism
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A national culture attribute describing the extent to which the culture favors traditional masucline work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism.
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Masculinity
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A national culture attribute that has little differentiation between male and female roles, where woman are treated as the equals of men in all aspects of the society
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Feminity
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A national culture attribute describing the extent to whcih a society feels threatened and ambiuous situations and tries to avoid them
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Uncertainty Avoidance
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A national culture attribute that emphasizes the future, thrift, and persistence
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Long-term Orientation
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A national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.
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Short-term Orientation
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The extent to which a society encourages people to be tough, confrontational, assertive, and competitive versus modest and tender
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Assertiveness
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The extent to which a society encourages and rewards future-oriented behaviors such as planning, investing in the future, and delaying gratification
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Future Orientation
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equivalent to Hofstede's longterm/shortterm orientation
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Future Orientation
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The extent to which a society maximizes gender role differences. This is equivalent to Hofstede's masculinity-feminity dimension.
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Gender differentiation
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the GLOBE team defined this term as a society's reliance on social norms and procedures to alleviate the unpredictability of future events
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Uncertainty Avoidance
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The GLOBE team defined this as the degree to which members of a society expect power to be unequally shared
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Power Distance
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the degree to which individuals are encouraged by societal institutions to be integrated into groups within organizations and society
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Individualism/ Collectivism
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this dimension encompasses the extent to which members of a society take pride in membership in small groups, such as their family and circle of close friends, and the organizations in which they are employed
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In-group collectivism
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refers to the degree to which a society encourages and rewards group members for performance improvement and excellence
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Performance Orientation
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the degree to which a society encourages and rewards individuals for being fair, altruistic, generous, caring and kind to others
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Human Orientation
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Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover
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Personality- job fit theory
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he match between the person and the organization. One tool to measure this fit is the Organizational Cultural Profile. The idea behind the OCP is that employees should find an organization whose values match their own.
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Person-Organization Fit
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A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
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Perception
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An attempt when individuals observe behavior to determine whether it is internally or externally caused
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Attribution Theory
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The tendency to underestimate the influence of external factors and overestimate the inflluence of internal factors when making judgments about the behavior of others
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Fundamental Attribution Error
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The tendency for individuals to attribute their own successes to internal facors while putting the blame for failures on external factors
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Self-Serving Bias
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whether an individual displays different situations
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Distinctiveness
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Everyone who faces a similar situation responds in the same way
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Consensus
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Does the person respond the same way over time?
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Consistency
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Selectively interpreting what one sees on the basis of one's interests, background, experience, and attitudes
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Selective Perception
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Drawing a general impression about an individual on the basis of a single characteristic
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Halo Effect
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Evaluation of a person's characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics
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Contrast Effects
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Attributing one's own characteristics to other people
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Projection
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Judging someone on the basis of one's perception of the group to which that person belongs
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Stereotyping
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a situation in which one person inaccurately perceives a second person and the reslulting expectations cause the second person to behave in ways consistent with the original percpetion
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Self-fulfilling Prophecy
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A form of sterotyping in which a group of individuals is singled out- typically on the basis of race or ethnicity- for intensive inquiry, scrutinizing, or investigation
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Profiling
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The choices made from among two or more alternatives
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Decisions
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Self-Fulfilling Prophecy is also known as...
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Pygmalion Effect
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A discrepancy between some current state of affairs and some desired state
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Problem
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Making consistent, value-maximizing choices within specified contraints
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Rational
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A decision-making model that describes how individuals should behave in order to maximize some outcome
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Rational Decision-Making Model
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The ability to produce novel and useful ideas
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Creativity
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The proposition that indvidual creativity requires expertise, creative-thinking skills, and intrinsic task motivation.
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Three-component model of creativity
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Making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity
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Bounded Rationality
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A tendency to fixate on intial information, from which we then fail to adequately adjust for subsequent information.
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Anchoring Bias
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The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgements
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Confirmation Bias
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The tendency for people to base their judgements on info. that is readily available to them
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Availability Bias
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Assessing the likliehood of an occurence by inappropriately considering the current situation as identical to ones in the past
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Representative Bias
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An increased commitment to a previous decision in spite of negative information
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Escalation of Commitment
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The tendency of individuals to believe that they can predict the outcome of random events
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Randomness Error
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A decision-making dictum that argues that the winning participants in an auction typically pay too much for the winning team
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Winner's Curse
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The tendency for us to believe falsely the match between the person and the organization. One tool to measure this fit is the Organizational Cultural Profile. The idea behind the OCP is that employees should find an organization whose values match their own.
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Hindsight Bias
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An unconscious process created out of distilled experience
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Intuitive Decision Making
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Decisions made to provide the greatest good for the greatest number
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Utilitarianism
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Individuals who report unethical practices by their employer to outsiders
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Whistle-Blowers
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The processes that account for an individual's intensity, direciton, and persistence of effort toward attaining a goal
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Motivation
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A hierarchy of 5 needs- physiological, safety, social, esteem, and self-actualization- exists such that as each need is substantialy satisfied, the next need becomes dominant
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Hierarchy of needs theory
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The drive to become what one is capable of becoming
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Self-Actualization
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Needs that are satisfied externally; physiological and safety needs
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Lower-order needs
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needs that are satisfied internally; social, esteem, and self-actualization needs
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Higher-order needs
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a theory that posits three groups of core needs; existence, relatedness and growth
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ERG theory
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the assumption that employees dislike work, are lazy, dislike responsibility and must be coerced to perform
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Theory X
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The assumption that employees like work, are creative, seek responsibility, and can exercise self-direciton.
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Theory Y
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a theory that relates intrinsic factors to job satisfaction, while associating extrinsic factors with dissatisfaction
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two-factor theory
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theory that assumes that lower-order needs dominate individuals
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Theory X
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Factors- such as company policy and administration, supervision, and salary- that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.
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Hygiene factors
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a theory stating that achievement, power, and affiliation are three important needs that help explain motivaiton
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McClelland's theory of needs
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the drive to excel, to achieve in relation to a set of standards, to stive to succeed
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Need for Achievement
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the need to make others behave in a way that they would not have behaved otherwise
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need for power
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the desire for friendly and close interpersonal relationships
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Need for Afflilation
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A theory stating that allocating extrinsic rewards for behavior that had been previously intrinsicaly rewarding tends to decrease the overall level of motivation
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Cognitive Evalutaion Theory
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The degree to which a person's reasons for pursuing a goal is consitent with the person's interests and core values
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Self-concordance
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the theory that specific and difficult goals, with feedback, lead to higher performance
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Goal-setting theory
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A program that encompasses specific goals, particpatively set, for an explicit time period, with feedback on goal progress
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Management by Objectives(MBO)
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The individual's belief that he or she is capable of performing a task
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Self-efficacy
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A theory that behavior is a function of its cosequences
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Reinforcement Theory
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A theory that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
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Equity Theory
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Perceived fairness of the amount and allocation of rewards among individuals
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Distributive Justice
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An overall perception of what is fair in the workplace, comprised of distributive, procedural, and interactions justice
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Organizational Justice
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The percieved fairness of the process used to determine the distribution of rewards
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Procedural Justice
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Perceived degree to which an individual is treated with dignity, concern, and respect
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Interactional Justice
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The strenth of a tendency to act ina certain way depends on the strenth of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual
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Expectancy Theory
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The way the elements in a job are organized
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Job Design
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A model that proposes that any job can be described in terms of five core job dimensions: skill variety, task identity, task signficance, autonomy, and feedback
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Job Characteristics Model (JCM)
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the degree to which the job requires a variety of different activities
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Skill Variety
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the degree to which the job requires completion of a whole and identifiable piece of work
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Task Identity
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The degree to which the job has a substantial impact on the lives on work of other people
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Task Significance
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The degree to which the job provides substantial freedom and discrtion to the individual in scheduling the work and in determining the procedures to be used in carrying it out
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Autonomy
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the degree to which carrying out the owkr activities required by the job results in the individual obtaining direct and clear info about the effectiveness of htis or her performance
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Feedback
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A predictive index suggesting the motivating potential in a job
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Motivating Potential Score (MPS)
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the periodic shifting of an employee from one task to another(aka cross training)
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Job roation
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reduces boredom, increases motivation through diversifying the comployee's activities, and helps employees better understand how their work contributes to the organization
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Job rotation
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increasing the number and variety of tasks that an individual performs results in jobs with more diversity
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job enlargement
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the vertical expansion of jobs, increasing the degree to which the worker controls the planning, execution, and evaluation of the work
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Job enrichment
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flexible work hours
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flextime
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an arrangement that allows two or more individuals to split a traditional 40-hour-a-week job
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Job sharing
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refers to employees who do their work at home at least two days a week on a computer that is linked to their office
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Telecommuting
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high levels of performance are partially a function of an absense of obstacles that constrain the employee
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opportunity to perform
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a participative process that uses the input of employees an is intended to incrase employees commitment to the orgaization's success
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Employee involvement
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A process in which subordinates share a significant degree of decion-making power with their immediate superiors
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Particpative Management
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workers particpate in organizational decision making through a small group of representative employees
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representative participation
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a work group of employees who meet regularly to discuss their qulity problems, investigate causes, recommend solutions and take corrective actions
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Quality Circle
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A pay plan that bases a poriton of an employee's pay on some individual adn/or orgaizational measure of performance
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Variable-pay program
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a play plan in which workers are paid a fixed sum for each unit of production completed
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Pierce-rate pay plan
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a pay plan based on performance appraisal ratings
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Merit-based pay plan
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pay program that rewards employees for recent performance rather than historical performance
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Bonus
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An organizationwide program that distributes compensation based on some established formula desgined around a company's profitability
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Profit-Sharing Plan
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a formula-based group incentive plan
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Gainsharing
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Company- established benefit plans in which employees acquire stock, often at below-market prices, as part of their benefits
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Employee Stock Ownership Plan (ESOP)
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A pay plan that sets pay levels on the basis of how many skills employees have or how many jobs they can do
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Skill-based Pay
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A benefits plan that allows each employee to put together a benefit package individually tailored to his or her own needs and situation
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Flexible Benefits
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